AI as a Tool for Analyzing Team Conversations and Dynamics
In the previous post, we talked about how AI can help Scrum Masters analyze charts and spot performance trends. But data analysis is only half the picture.
AI as an Analytical Assistant to Improve Team Performance
This is the first post in a series showing how AI can become a real partner in your sprints. In this post, we will focus on the analytical side — how AI helps you see what’s really going on in the team and discover the actual bottlenecks
How to Overcome Scrum Team and Organization Bottlenecks
Bottlenecks are everywhere. If you don’t manage the bottleneck, it will manage you.
So, how do we solve this?
Go through Oded Tamir’s presentation on the 10th Anniversary of Scrum Day Europe, held in Amsterdam last month. Oded speaks about the common bottlenecks in a Scrum team, how they occur, why they are so difficult for managers to handle, and suggests how to overcome them.
This time we gathered our Scrum experts and asked each of them to give their best tips on how to become a successful Scrum Master
Every professional Scrum Master knows that the way Sprint planning events are handled has a significant impact on the effectiveness of the team in achieving the Sprint’s goal.
In this Webinar, Oded Tamir, PST and Lead Coach at AgileSparks, talked about five common pitfalls that hinder your Scrum teams’ performance.
Aiming towards Sustainable Pace “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.” – The
Sprint planning is an important event that has a significant impact on the team’s effectiveness and productivity during the sprint.
The most critical aspects of successful sprint planning are the level of the team’s commitment to the goal of the sprint and handling the sprint backlog.
To encourage the team’s commitment to the sprint, the Scrum Master (SM) should include all the members of the team in planning the sprint and, together with them, craft a challenging sprint goal and estimate the tasks involved. Another important mission of the SM is to prevent managers from putting pressure on team members to take on more than they can deliver and commit to
I’m encountering more and more people that are trying to solve different kinds of problems with Scrum:
People designing Consumer Goods
Accounting professionals focused on Revenue Accounting
Marketers of many kinds
Healthcare professionals.
I’ve been having some interesting discussions with them that I thought I might share.
As a coach helping organizations become agile, I’m asked how to change the mindset of the people, how to help them see things in a
“Oh no, it’s the retrospective time!”
This cry for help is not uncommon, I’m afraid, among practitioners of Scrum. That is a shame. For me, this meeting is the climax of the scrum framework – this is the place where we get better. The discussions can get very deep and very meaningful. I would like to show here how to move from the statement appearing in the title of this paragraph to “Oh boy, it’s the retrospective time!”.
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